Motivation

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Transcript of Motivation

Motivation Maslow’s Hierarchy of NeedsJob Design TheoriesBy Joe BrenonThink about it...Why do YOU use Facebook, twitter or other sources of media?Help you feel more connected with othersEnjoy looking at photosInteracting through “likes” “Comments” and “pokes”Make you feel good about someone liking, posting or tagging you in something?**Shows our social support and connection importance!

So.. What does this all mean?In the workplace, employees are at different stages of this hierarchy Not ONE thing can motivate ALL employees

Humans are motivated first by lower-order needsOnce these are satisfied, higher-order needs are driven as motivators of behaviorThis theory was shaped during the 1950s and 1960s However, it has lost some of its credibility due to a lack of research and empirical support (HARD TO TEST)

Expectancy Theory in the WorkplaceIn this article this theory can be seen in recruitment, interviews, and employee performance Recruitment: success is based on the recruiter's ability to find well-qualified and promotable candidates Interviews: can be seen in both the interviewer and the intervieweePerformance: Level of work is based off of the employer's response. Herzberg's Two Factor TheoryHackman and Oldham's Job Characteristics ModelRecent Findings in MotivationWhat is Motivation?“A force that drives people to behave in a way that energizes, directs, and sustains their work behavior” (229- Understanding the workplace)

This topic has drawn the most interest and attention from scientists and practitionersTwo-Factor TheoryConclusions:Employers often assume satisfaction only comes from monetary payThey should eliminate the things in the workplace that annoy workersAlso need to implement motivators like stating achievements, give opportunity for growth

Hackman and Oldham's Job Characteristics ModelThe task itself is the key factor in motivationDescribes: What a job should be like What emotions those characteristics ariseThe outcomes of those emotionsWhat Motivates You?Lose the “BUT”When a manager or supervisor is celebrating a win and success to an employee, that should be the ultimate priority at handAdding a “but” negates the win and can have a negative effect http://www.forbes.com/sites/johnkotter/2013/08/23/a-win-is-a-win-no-buts-about-it/

Intrinsic motivation: Engaging in a behavior because it is personally rewarding, meaningful Extrinsic motivation: Perform in a behavior to earn a tangible reward or avoid a punishmentJobsTeacher, Academia, Theater, Ombudsman, Non-for-Profit, Nurse, Lawyer, Doctor, CEO, Engineer

Blend together: could be a combination of both that motivate you to be excited and want to do the job well. This depends on your interests and passions

Intrinsic vs. ExtrinsicInteresting Video on MotivationThis video helps us better understand what motivates us and why“The worker’s today aren’t willing to put out the extra effort that is required to do a nice job”“Everybody wants something for nothing-they all want the big pay, nice benefits…but they don’t want to work hard for any of those things”“… Most of my workers are pretty competent; they just [take] shortcuts…they just aren’t motivated

Importance of MotivationTwo-Factor TheoryIs Maslow Wrong?“Belongingness is the driving force of human behavior, not a third tier activity. The system of human needs from bottom to top, shelter, safety, sex, leadership, community, competence and trust, are dependent on our ability to connect with others. Belonging to a community provides the sense of security and agency that makes our brains happy and helps keep us safe.”

We are all driven to satisfy these needs through our behaviors

New PerspectiveHierarchy of Small Business Needs (lower-needs to higher-needs)5. Paying customers

4. Trusted people to work with you3. Cash to pay for all of it2. Defendable competitive position1. Feeling happily successful

ERG (Existence-Relatedness-Growth)He focused on states of need satisfaction and desireCategorized into three simpler and broader needs

Alderfer’s ERG Theory:Modified MaslowDifferences between Maslow and AlderferAldefer believed that several needs can be in existence at the same time“Frustration-Regression Hypothesis” suggests that if a person is frustrated at a ‘higher level need,’ one will concentrate on a ‘lower need’In other words, one should maintain excellence until we are able to achieve our higher needs

Two-Factor TheoryLimitations:Does not specify if any hygienes or motivators are more influential than others to satisfactionAssumes a correlation between job satisfaction and productivity

Research StudyA study was conducted on top managers and frontline employee's self-esteem in regards to Alderfer's ERG TheoryThe GROWTH need was a major motivator on TOP MANAGERS self-esteem (not relatedness or existence)The RELATEDNESS and EXISTENCE needs were significant motivators when it came to FRONTLINE EMPLOYEES self-esteem Hygiene factors versus motivating factorsSatisfaction and dissatisfaction are not oppositesTwo Steps: eliminate hygiene factors, implement motivating factorsMotivated Potential Score (MPS)Use a numerical scaleModerators:Knowledge and skillGrowth-need strengthJob context satisfaction

ExampleDr. Robert Lawrence of University of North Texas did a study in 2001 using MPS to determine job satisfactionCommunity Music School faculty filled out a questionnaire on their perceptions of their job relating to the 5 job characteristics

ExampleResults:MPS numerical scores were received, and used to judge if these faculty are satisfied with their jobsCore job dimensions: Dealing with others (task significance) and autonomy received the highest scoresPsychological states: experienced responsibilityJob Characteristics ModelConclusions:High motivation comes from experiencing the 3 emotional statesIt’s initially the way a job task is that leads to the emotional states and then the outcomesNeed to implement the core job dimensionsCan be used to assess where people have issues in their job, where changes need to be made

Motivation through Goal Setting (Locke, 1996)Goal setting is most effective when there is feedback showing progress in relation to the goalGoal setting (along with self-efficacy) mediates the effect of knowledge of past performances on the current taskGoals affect the direction of action, the amount of effort exerted, and persistence of effortGoals stimulate high quality planningGoals serve as standards for self-satisfaction

Other ResearchCarol Kleiman of the Chicago Tribune wrote in 2004 an article, “Supervisors vital to job satisfaction”“In a recent study of 150 executives nationwide by Messmer's firm, 43 percent of those surveyed reported that how you get along with your manager--and what your manager thinks of you--are the chief factors leading to job satisfaction. And your success.”Connects to the feedback job characteristic, recognition and relationshipsFrom personal experience, I had a horrible boss when I worked at a local park directing sport activities versus working at McDonald’s where I had a great relationship and really respected my boss.

Main Findings in the last 30 years:The more difficult the goal, the greater the achievementThe more specific the goal, the more precisely performance is regulatedCommitment to goals is critical when goals are specific and difficultCommitment comes when the individual is convinced the goal is important and attainableA recent theory based on researchGoal Setting Theory"Use clear, challenging goals, and commit yourself to achieving them. Provide feedback on goal performance. Take into consideration the complexity of the task. If you follow these simple rules, your goal setting process will be much more successful, and your overall performance will improve"

This is acknowledged as one of the most useful and valid motivation theories in I/O PsychologyGoal Setting TheoryGoal Setting Theory: Feedback1. People tend to perform better with difficult/ specific tasks

2. Improved performance occurs when people are committed to the goal/task

3. Feedback affects the the performanceAdam's Equity TheoryCognitive TheoriesClassroom Applications of Cognitive Theories of MotivationIn this study, students explain their school experiences, which are then viewed in terms of expectancy theory, goal theory, etc. The same is done for teachers' classroom behaviors. Suggestions are then made to the teachers based on the findings. Equity Theory1. People strive to maintain a state of equity

2. When inequity is perceived, a state of tension results

3. When faced with this tension, people are motivated to reduce the tension

4. The greater the magnitude of the perceived inequity, the greater the motivation to act to reduce the tension Expectancy TheoryPeople's behaviors result from conscious choices, these choices are then evaluated in terms of Valence, Instrumentality, and Expectancy. Valence: emotional direction employees hold toward rewards/outcomesInstrumentality: perception employees have on whether they get the desired outcomeExpectancy: employees have different levels of expectations and confidence about their capabilitiesGoal Setting Theory1. Goals direct our attention to a particular task

2. Goals mobilize on task effort

3. Goals enable us to be persistent as we strive toward their attainment

4. Goals help us facilitate strategies that can be used at a higher cognitive level to move toward their attainment

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McClelland's Motivational Needs TheoryNeed for AchievementStrong need to set and accomplish goals Likes to work aloneLikes to recieve regular feedback on their progress and achievementsTakes calculated risks to achieve goalsMaslowMurrayBalancePersonality Trait Characterized by:Need for Affiliation Intrinsic Motivation + Extrinsic MotivationDealing with N ach EmployeesBest atDifficult IssuesUncertaintyRiskWorking AloneRespond well to feedbackNeed for PowerPersonality Trait Characterized by:Want to control and influence othersLikes to win argumentsEnjoys competition and winningEnjoys Status and RecognitionBest suited for:Negotiation situations where others must be convinced on an ideaPositions of controlBiggest InfluenceCharacteristics:Likes to belong to the groupLikes to be liked and often appeases with the groupFavors collaboration over competitionDoesn't like high risk or uncertaintyHigh N aff people: work best with othersw/o Risk and UncertaintyPersonal feedbackPrivate Praise

Equity TheoryRelational satisfaction when compared to other workers

Expectancy Theory People's behaviors are motivated by what they believe will result from that particular behavior